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www.theema.org.uk | ISSUE 4/2023

ENERGY MANAGEMENT AT FULLER’S

with Oliver Rosevear, Sustainability Director at Fuller, Smith & Turner P.L.C.

SPOTLIGHT INTERVIEW

with Colin Farrell, Global Sourcing Specialist at Trelleborg Sealing Solutions

YOUR VIEWS: DELAY TO NET ZERO PLEDGES

ENERGY MANAGER COMPETENCY MAPPING

ENERGY AND CARBON MANAGEMENT 2024

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contents THE EMA MAGAZINE

CAREER & TRAINING

14 35 SPOTLIGHT INTERVIEW

ENERGY MANAGER COMPETENCY MAPPING With Colin Farrell

04 FOREWORD

By The Energy Managers Association

FEATURES

06 10 ENERGY MANAGEMENT AT FULLER’S INDUSTRY FOCUS YOUR VIEWS: DELAY 06 38 TO NET ZERO PLEDGES WINNERS OF THE 2023 40 ENERGY MANAGEMENT ENERGY AND CARBON MANAGEMENT TRENDS 2024 By Channa Karunaratne and Mike Sewell

By Oliver Rosevear

By Astley Fenwick and Christine Colquhoun

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AWARDS

FOREWORD by

The Energy Managers Association

Dear Reader,

PUBLISHER

Welcome to the latest edition of The EMA Magazine.

EDITORIAL

In this year’s final edition, we delve into the upcoming trends that are expected to play a key role in energy and carbon management in the following year. We provide an exclusive insight into the energy management challenges faced by Fuller’s through our industry interview and shine a spotlight on the remarkable career journey of one of our esteemed winners of the 2022 awards. Focusing on a wider perspective, we have sought the opinions of two experienced energy management professionals regarding the Government’s announcement about the delay to some of the UK’s Net Zero pledges. We also celebrate the exceptional achievements of the winners of the EMA 2023 Energy Management Awards. And lastly, we bring our Energy Manager Competency Mapping series to a close. The series has been running throughout the year, and in this edition, we highlight the final category of professionals with over 6 years of experience.

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The end-of-year period is a time for reflecting on the past twelve months and expressing gratitude for the help and support received. We would like to seize this opportunity to extend our deepest appreciation and heartfelt thanks to all the invaluable contributors who made The EMA Magazine possible this year. Their understanding of the significance of sharing best practices and lessons learned, as well as their commitment to giving back, helping, and supporting others in the industry, is truly commendable. Their contributions have been instrumental in ensuring that the magazine remains accessible to all free of charge.

We hope you find this edition enjoyable and informative. If you have any news, projects, or expertise that you would like to see featured in our upcoming editions, we would be delighted to hear from you. We greatly appreciate your contributions and look forward to showcasing your valuable insights in our future publications. Yours, The EMA Team

The EMA Magazine is published quarterly by the Energy Managers Association (EMA). The Energy Managers Association www.theema.org.uk Tel: 0203 916 5516

CONTACT

Edita Krupova; Editorial Enquiries & EMA Membership Services Manager edita.krupova@theema.org.uk

CONTRIBUTORS:

Channa Karunaratne, Mike Sewell, Oliver Rosevear, Colin Farrell, Astley Fenwick and Christine Colquhoun The EMA would like to thank to the above contributors for their time and effort in providing the content and making this issue possible. Their willingness to share experience and knowledge is exemplary and inspiring, and we hope it will encourage others to come forward and contribute in the future.

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ABOUT EMA

The Energy Managers Association (EMA) was set up in February 2012 and represents Energy Managers across all industries. Our priority is to improve the position of energy management experts and their profession and act as their united voice. We aim to develop the skills, knowledge and experience of professionals through our training, high-quality peer to peer guidance and best practice exchange. @2023 Energy Managers Association, Registered in England and Wales, Company No 07943728, VAT No 151339624, Registered Address: Suite 77, 95 Mortimer Street, London, W1W 7GB. No part of this publication may be reproduced, stored in, or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise) without prior written permission. Any information or material sent by advertisers and contributors, including advice, opinions, drawings and photographs, is the view and the responsibility of those advertisers and contributors, and does not necessarily represent the view of the EMA.

Become

an ESOS Lead Assessor Play a fundamental role in the Energy Savings Opportunity Scheme (ESOS) cycle by ensuring that organisations complete their ESOS compliance in line with the regulatory requirements and by its deadline.

Why

Becoming an ESOS Lead Assessor is a great way to demonstrate your professional ability and step up to the next level in your career. If you achieve this professional status, you can state your sector focus and specialism, allowing you to provide even more value and expertise to the organisation you are working for. ESOS Lead Assessors can be an employee of an organisation which qualifies for ESOS (‘in-house’) or a third party.

How

Applicants who aim to become approved as ESOS Lead Assessors are expected to demonstrate a good quality and relevant professional energy assessment and energy auditing experience relevant to the PAS 51215 competencies and register with one of the ESOS Lead Asseessor Registers.

EMA ESOS Lead Assessors Approval Process

What Next

The ESOS Phase 3 compliance deadline has been extended to 5 June 2024, but do not leave it too late to become an ESOS Lead Assessor. Email us or arrange a call to discuss the requirements of the EMA application and approval process.

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Applicants who opt to achieve their ESOS Lead Assessor approval and registration with the EMA will follow these steps: 1. Completion of an Application Pack 2. Attendance of the Become an ESOS Lead Assessor course 3. Completion of a written assessment 4. Completion of a Peer Review and Technical Interview

E: jana.skodlova@theema.org.uk - W: www.theema.org.uk - T: 0203 916 5516

FEATURES

Energy and Carbon Management Trends Two energy management professionals have shared their insights on the key trends that will shape the energy and carbon management industry in 2024. As we bid farewell to 2023, their opinions shed light on what to expect in the coming year. Significant progress is needed in the next 12 months if we are going to create a greener future. Fortunately, many in our sector and beyond share the same thinking.

Channa Karunaratne Regional Director - Energy Services, Buildings & Places AECOM

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The importance of accelerating the journey to net zero will be a common thread running through energy trends for 2024 – and rightly so. The cost of living, the cost of fuel and the instability of energy markets due to global conflict are all variables that support the case of investing in low-carbon energy.

Despite the UK government easing the pressure on its low-carbon commitments, the following twelve months are likely to see crucial changes in the way the energy sector is currently shaping. I see three key areas that will or should see accelerated changes: Heat Networks, Grid infrastructure improvements and increasing our reliance on renewables.

Heat networks The first trend I think will emerge next year is the more widespread embrace of heat networks. Though not a new alternative – they were originally devised in the 60s – heat networks remain an overlooked source of energy, often competing with carbon intensive local heat generation sources. But I expect their moment may well come in 2024, building on the successes of 2023. Over the last decade the Government has put in place several initiatives aimed at developing a pipeline of projects through city scale energy master planning, improving existing networks, providing capital funding for new heat networks and tackling the challenge around market growth. However, the missing link on the overall supply chain was an incentive to the market to connect to new networks.

Historically, connecting existing buildings to heat networks was done in negotiations between the supplier and the customer on a purely commercial basis with newly built buildings often requested to connect to heat networks by the local planning requirements. However, legislation and directives that will encourage the prioritisation of heat networks are already in train. The Government’s Levelling Up and Regeneration Bill gained Royal Assent at the end of October, bringing into play new planning laws. As a result, local planning teams will have the powers to mandate connections to new heat networks. In addition, and even more crucially the Government’s Energy Security Bill also received Royal Assent at the end of October. This will see the introduction of heat network zones across the country, and with Ofgem appointed as the regulator, this brings heat into the mainstream alongside electricity and gas. Already, 100 UK towns and cities have been identified as test beds for a large-scale roll-out of heat

networks as part of a government zoning exercise. And this is why many local authorities are now taking advantage of heat networks to decarbonise their estate, as they move to repurpose existing heat sources for large swathes of infrastructure, such as hospitals and prisons. To support even further the case of prioritising heat networks, the National Infrastructure Commission recently published its second national infrastructure assessment, and among the recommendations

facing their own local constraints and recognising this will allow for more specific local interventions that would significantly lower the carbon attached to our electricity. For example, we know that Scotland has greener electricity, with only 35g/kWh of carbon attached to it, thanks to its abundance of green energy sources, for example hydropower. Compare that to Wales, which has around 350g/kWh of carbon attached to its electricity due to less local renewable electricity, and it’s then clear to

at its peak, 50 per cent of the UK’s electricity came from renewable sources. If we’re to have any chance meeting the 2050 target to hit net zero, we need to increase that to 80 per cent and have that being a consistent source. Where the extra 30 per cent comes from is a topic for debate, and one that on-shore wind power is at the centre of. The Labour Party has already made its support for on-shore clear and, with an election looming, discussions around its role in achieving our net zero goals only look set to intensify. The eyesore argument has long dominated conversations around on-shore but with the climate crisis coming closer into view, I think that greater consideration may need to be given to the compromise we’re willing to make.

Grid infrastructure The next trend to come to the fore in 2024 will be taking a fresh approach to the UK’s electricity grid. To the layman, the grid is viewed as one homogenous system, but we know that’s not the case. Grids look different in different regions,

see the discrepancies between our regional networks. We need inroads into this in 2024, with national infrastructure providers, central government and local authorities alike taking a more targeted approach to installing new green energy sources and reducing the amount of carbon in our grid, particularly in the areas where the bigger gains could be obtained, allowing us to keep up with the demand for greener electricity. On-shore wind power And finally, I think that the conversation around on-shore wind will only pick up in 2024. Last year,

Mike Sewell Plan Zero Director Mitie Grid connectivity will be pivotal for our electric ambitions The future of decarbonisation will rely upon access to clean, renewable electricity to provide the power that net zero solutions, such as electric vehicles (EVs) and heat pumps, rely on. As the uptake of these systems continue to rise in the year ahead, investment in the corresponding electrical infrastructure is also sure to increase. More businesses, in the UK and worldwide, are prioritising

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was a call to prioritise heat networks over hydrogen in residential buildings. The report also provides a clear steer to government that investment should be directed at the easierto-implement heat pump solutions so that the built environment has a fighting chance of supporting the transition to net zero.

FEATURES

investing in grid connections. To give a sense of the scale that’s needed, it’s estimated that up to 660,000 extra charge points – and therefore associated grid connections – will be required in the UK by 2035. Currently, there are only around 50,000 public charge points currently installed. Likewise, more and more organisations are investing in the decarbonisation of their estates through the replacement of gas boilers with heat pumps, which will also require a grid connection.

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As such, supporting the wide scale investment in our electrical infrastructure and enabling more, and higher voltage, grid connections right across the UK will be pivotal to the nation’s decarbonisation ambitions.

The need for speed for green collar jobs With organisations heading closer towards their decarbonisation ambitions and focused on supporting the UK’s net zero goals, demand for a vast workforce of ‘green collar’ workers, skilled at delivering these sustainable solutions, is already high. Heading into 2024, the strong focus on developing and investing in the green skills we need for the future is sure to rise up the agenda next year. A key part of this green skills revolution will be apprenticeships, which offer an exciting opportunity

to train, develop, and nurture both the existing workforce and the future talent we need to operate this new green economy. Over 80% of the UK workforce of 2030 is already working today, so there’s an opportunity to fast track the delivery of green skills by upskilling and reskilling our current workforce. For example, there are currently only 3,000 qualified heat pump installers, but there are over 140,000 qualified gas engineers who could retrain to fulfil this role. If we were to enhance the Apprenticeship Levy to also cover shorter courses focused on plugging these gaps, we

could turbocharge the UK’s green workforce. Energy independence will remain a board level issue Driven by the rise in energy costs triggered by recent geopolitical events and the need to operate more sustainably, the concept of energy independence has been at the top of the business agenda for many organisations for some time now. Energy security has become a Board level issue for many

organisations, and I don’t see that changing any time soon. Businesses are increasingly moving away from relying on external power sources and are instead generating their own renewable energy. One key area I expect to grow in this push towards energy selfsufficiency is solar power. Solar photovoltaics are one of the most advanced renewable technologies for the built environment. Not only does solar guarantee a consistent, and affordable source of green energy, it generates electricity at a faster and cheaper rate than traditional energy sources can, further adding to its attraction as an alternative source of power. According to the International Energy Agency, solar installation and energy rates have increased over the past decade and with global renewable energy capacity set to increase by 75% by the year 2027, the opportunity is ripe for many businesses, especially those with large industrial footprints. Portsmouth International Port recently unveiled the UK’s first solar canopy ‘carport’ comprising of 2,660 solar panels and providing approximately 35% of the site’s electricity. An increasing number of organisations are looking to put in place similar large scale solar projects, and I anticipate more businesses will be turning to solar power to turbo charge their net zero journeys whilst also cutting down their energy bills.

ENERGY AND CARBON MANAGEMENT ONLINE TRAINING SCHEDULE E n e rg y Ma n a gemen t Th eo r y Co mbine d with Re a l-Wo rld A pplica tions DECEMBER 5th 15th

SECR Compliance Energy Auditing Techniques

JANUARY 19th 25-26th

Net Zero Fundamentals and Strategies Fundamentals of Energy Management

FEBRUARY 2nd 9th 23rd MARCH 1st 7-8th 15th 22nd

The majority of the courses can be delivered virtually to teams or groups of stakeholders from the same

Reaching Net Zero Energy Procurement Energy Monitoring, Targeting and Validation

organisation or industry in a standard format, or as tailored sessions (minimum 6 candidates). For a quote email jana.skodlova@theema.org.uk with your chosen course title and

Become an ESOS Lead Assessor Energy Management in Building Services Energy Auditing Techniques Essential HVAC Control and Optimisation

approximate number of staff. We can also develop new, bespoke material to fit your specific needs.

IN-PERSON COURSES In addition to the virtual training courses, the EMA delivers two in-person courses: • Understanding and Delivering Behavioural Change Programme course • Turning Data into Energy Savings course These courses are scheduled on demand and to express your interest, please email jana.skodlova@theema.org.uk.

“A huge amount of information on various systems found in building services. Delivered in a nice way where questions were encouraged.” International BEMS Manager – WeWork “Excellent knowledge transfer and applicable tools, techniques and methodologies.” Head of Purchasing & Contracts – Metroline “Very helpful, targeted and specialised. A big help to my professional development.” Property Project Manager - Field Studies Council “Well structured, well-paced, right depth.” Energy Manager - Tesco Stores Ltd

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For an up-to-date list of all our courses visit our website at www.theema.org.uk

FEATURES

Energy Management at Fuller’s In this interview, we explore various approaches to energy management adopted by organisations across different industries and sectors. Join us as we delve into the world of energy management within the hospitality sector and shed light on the strategies and initiatives deployed by Oliver Rosevear, the Sustainability Director at Fuller, Smith & Turner P.L.C. to effectively manage energy and carbon resources.

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Introduction to Fuller, Smith & Turner P.L.C. Fuller, Smith & Turner has been in operation for over 180 years – with representatives from Fuller and Turner families still actively involved in the business. Historically, the company was a brewing business that owned pubs, but in 2019 the brewing operations were sold and the company is now a pub and hotel business only. Currently, we operate around 200 managed pubs and around 190 tenanted pubs where our name is above the door, but essentially it is run by the tenant on our behalf. Around 65% of our pubs are London based, but we operate quite a few sites on the south coast as well.

Part of the company portfolio is formed by a group of hotels called Cotswold Inns & Hotels, which are very beautiful stone sites, former old Cotswolds coaching inns, and then we also operate few modern English inns in the South East called Bel & The Dragon, which focus on premium dining. Our food offering is central to what we offer across all our sites, with all food freshly prepared each day by

professional chefs, but our big focus is the beer. A great pint every time is really essential to us as a business, which we always keep in mind when operating at premium pub level and reducing our impact on our emissions. What does energy management mean at the organisation? We are constantly looking at ways to reduce our operational costs and energy management and efficiency play a major role. Last year especially saw a huge spike in the energy market and it magnified and accelerated the focus of the business towards responsible energy usage. I joined the company just over two years ago, initially as the Head of Sustainability, in what was a brand new role for the company. There was lots of good people already running great initiatives in the business and my role was to bring all that together and look at how we can lead on sustainability within the hospitality sector. I am a team of one, so creating working partnerships with consultancies was important and what I focused on over the past

two years was to introduce the right suppliers into the business, that will create an extended team for me. Internally, I continue to gain traction in terms of support with our sustainability programme as a whole. We have three sustainability committees, for our people, planet and communities. The committees are all led by members of our executive team where each member has accountability for one of those areas. Supported by key people across the business to support the programmes and help drive projects forward. More recently, we have appointed sustainability champions to every one of our operational areas with the view of giving them the tools and insights to drive change in their areas. This also leads into how we approach our net zero target, especially our Scope 1 & 2 emissions and how we transition away from intensive gas oil and LPG usage in our estate towards more electrification. We expect our energy use to reduce as we drive efficiency, but electricity usage is likely to pick back up again as we move towards

electrification of our kitchens, heating, EV charging, etc. We are already making sure that the electricity we do use is certified 100% green and it has to come from a renewable source. Gas reduction is absolutely the key to it and whilst we might not be able to remove gas from the estate entirely, we will do everything possible to reduce it to a necessary minimum. Our portfolio includes some very beautiful Grade II listed buildings which frankly were not built for efficiency, so that presents some challenges and we are constantly looking at opportunities to overcome these.

to help them understand their impact, but also their opportunity. We point out the small changes in their daily routines which can make a big difference in reducing our energy use and carbon emissions. Generally, people are unsure what they can do on a personal level

and we help them in very practical terms to see how, by changing their habits, they can play a role. Over the past two years, through one of our partner consultancies, we undertook day audits on every single one of our sites. We looked at physical controls, equipment in place and how it is used

by employees during their day. It helped us to realise that every one of our sites is different, which is kind of interesting, but it also means we need that focus if we want to achieve any changes. Apart from the behaviour change

aspects, we also have quite ambitious plans for physical changes in how we operate in a more sustainable way. When we look at energy usage in our estate - heating, lighting, cooling, a big area for us is hot water, catering equipment and cellars. Have strategies been adapted to include focus on a Net Zero policy? We have committed to an ambitious target to achieve net zero in our operations by 2030 and supply chain by 2040. We have also sought to validate our targets through the Science Based Targets initiative. To help us reach the targets, we joined the Net Zero Carbon Forum, which is a group of around 47 hospitality businesses, ranging from pub, hotel and restaurant groups that came together in 2021 to essentially consider how quickly the sector could accelerate towards net zero. Being part of a forum really helped us to collaborate with others in our sector about what is effective and how to move forward, which is particularly helpful when we look at Scope 3 in our tenanted pubs where we encourage the right thing, but we cannot force it. Whilst we are responsible for the

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A big part of how we approach energy management is behaviour change. In my experience around 25% of all usage is driven by behaviour rather than physical equipment. It’s all very well putting some really energy efficient kit in but if people don’t use it properly, then you may as well not bother. You’ve got to win the hearts and minds of those using the kit which is a big focus for us. We work closely with our teams

FEATURES

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heating systems, hot water systems, insulation, etc., we are not necessarily responsible for what is inside the building and how it affects our net zero commitments.

What areas of everyday’s business are most challenging in terms of energy management? Heating and cooling are probably our biggest challenges. For an average pub, around 20% of the energy usage sits in the cellar, cooling for the beer lines, cooling for the cellar and often lots of other equipment for which there is no space anywhere else, for example ice machines. We take a whole system approach when it comes to our cellars and we focus on ensuring the envelope is as airtight as possible – because it’s essentially a big fridge and heat sources, such as the already mentioned ice machines, are out of the cellar if possible. Controls are a key component to this and we now have two types of controls in our cellars - one for the products’ core temperature and the other the ambient temperature. Products need to be kept at 12oC so the ambient temperature can still come up to 15oC, reducing the unit’s cooling demand which improves the energy efficiency of the equipment by around 20%. Cooling of our lagers and stouts goes through a remote cooler which is essentially a big ice block which cools the beer as it goes through it. Historically these were on 24/7,

constantly maintaining this ice block and running on full power, even if a pub only operates for 12 hours. We have installed remote timers onto these units which essentially shut them off for periods of time whilst still maintaining the cooling. This is saving us about 25% in energy usage.

study to sense check the results. Based on that we will probably be investing quite heavily into electric kitchens to transition away from gas towards electrification and more efficiency as well. We will not be able to entirely eliminate it but we will be reducing it to the best of our abilities.

There are lots of changes that we are able to influence in our kitchens. Apart from the already mentioned behavioural change – making sure our teams think about how they’re opening and closing their kitchens and

Our biggest challenge for electrification at the moment is power capacity, the ability to get power upgrades and at what cost in different parts of the country. It varies enormously and can be anything from a few thousand pounds to hundreds of thousands. The location does not always make it easy either, we encountered a site in a centre of a town where we thought that getting an upgrade will be easy and at a reasonable cost but it came to a crazy amount of money. Then we had another site in the middle of nowhere, where we expected a high cost but it only came to a couple of thousand pounds, so it’s very difficult to predict. We are making applications at the moment, so we have capacity in place to proceed with our plans.

start up times for equipment, through to electrification of our gas hobs. Our audits highlighted that whilst gas hobs can just be turned on and off when needed, often hobs are kept on for hours before the first order comes in. So, electrification of this area is something that we identified as being beneficial for our energy efficiency measures. We have successfully deployed fully electric induction hobs which only come on if a pan is placed on it at some of our sites. We are continuing the roll out of those across our estate and at the same time, we are just in a process of doing a case

Can you describe an energy management project that reflects the organisation’s principles? We have some very old buildings and therefore some very old heating systems where just switching to an electric heating system is not feasible. We have to consider solutions on site-by-site basis and we have sites where we might be able to switch over

We have a solution, which has now been delivered at some of our sites and where feasible will be rolled out further, which essentially recovers the hot air from our cellars and from our walk-in fridges and converts that into hot water. It is deployed on a number of our hotel sites and it’s delivering the hot water not only for the pub but for the hotel as well. Essentially, we are almost removing gas demand for hot water so we are only left with gas demand for heating. One of the other things we deployed this year across the estate, including our tenanted sites as well, is a product which is added to heating systems and which drives the efficiency of the water getting around the heating system and improves the heating efficiency by about 15% on average. We deployed the solution last winter, and alongside it we did an estate wide boiler servicing to ensure that they are working at their best. We expect that to drive significant gas usage reduction going forward.

Due to the nature of our business, having all aspects of a project in place at the right time of year is crucial and so further challenges we face are around availability of equipment for our plans. The supply chains for the induction hobs and a lot of other catering equipment are still quite damaged from Covid, so we are planning quite far ahead now to make sure that we have all in place for a convenient time to allow for the work, staff training, etc. What is in the pipeline for the future? We are looking at a number of areas at the moment where we would like to focus. One of them is voltage optimisation which is something that we haven’t really deployed in the business before and from my previous hospitality experience it can be quite effective, if deployed on the right site. We are currently working on some early trials to see how effective it will be for us. Then, we would also like to focus on EV charging expansion. Currently, we have around 14 chargers in the estate across seven sites, but we haven’t really accelerated that yet and we are seeing a growing demand from our customers to be able to charge their cars whilst they’re staying with us. And finally, we are also looking at opportunities for renewable generation

as well. We already have solar panels on our head office, about 40 kilowatts, and we are looking at a number of sites where we’re intending to put solar panels on roof tops or land. Some of our sites come with land that were bought with the pub, which present other opportunities in the wider land renewables but we are also exploring other types of renewable technologies on specific sites. The energy crisis highlighted the importance of energy security for many organisations and we are no different so that is something we want to focus on in our efforts as well as procurement of green energy on the energy we still need to source. We have reduced our gas usage by 14% and our electric usage by 13% over the past two years and we look forward to building up on our progress further. Author’s Profile: Ollie Rosevear joined Pub & Hotel group Fuller, Smith and Turner as Director of Sustainability in 2021. He is responsible for leading their journey towards Net Zero by 2040 and developing a wider ESG strategy. Prior to Fuller’s, Ollie spent the previous 11 years as Head of Environment for Costa Coffee where he helped design their BREEAM Outstanding Roastery and was responsible for developing the award winning Zero Energy EcoPod concept.

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to full electric heating and cooling system which have the added benefit of offering a better guest experience with guests having cooling in the summer and heating in the winter. Where we cannot do that, we are looking at reducing the load of gas we have on the site, reviewing the boilers, the type of controls in place, building insulation and hot water demand.

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CAREER & TRAINING

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DOWNLOAD THE FULL ENERGY MANAGER COMPETENCY MAPPING DOCUMENT HERE.

CAREER & TRAINING

"Seeing the energy initiatives that were supported being fulfilled, and the achieved reduction in emissions and consumption, is probably the most exciting part of my job."

SPOTLIGHT INTERVIEW Energy management is a broad subject, and career paths and roles of those working within this industry can also vary widely. The EMA gathers energy management professionals from across all industries and in this feature, we offer an insight into individuals’ career journey and day-to-day role. In this issue, we are shining the spotlight on Colin Farrell, Global Sourcing Specialist at Trelleborg Sealing Solutions. so I was encouraged to drive energy improvements and push on to progress the businesses that I worked for as well as myself. That helped me in the procurement positions I was in because I became more involved in energy management, energy initiatives and other strategies. One of my life mottos is: “If you don’t understand it, learn about it!” There is a

I wanted to do a lot more. I didn’t just want to buy the energy, I wanted to look at ways that we could reduce our consumption, and it really stemmed from there. I started learning from experts, attending webinars and workshops, and it really brought home to me what could be done. As the years went on and I moved through organisations, I could see the same things happening again and again. It can be daunting when you see all the legislation and data that is needed, but there is so much support out there,

lot of information out there which helps me gain understanding and knowledge, which then enables me to make decisions on what is the best strategy going forward in reducing a company’s energy emissions, reducing costs and

putting in management systems that will help businesses progress. What does your role at Trelleborg Sealing Solutions entail? I joined Trelleborg in 2016 as a Global Sourcing Specialist for Trelleborg Sealing Solutions. I was tasked with operational support in procurement within the UK of all Trelleborg manufacturing sites and business areas. This enabled me to look to streamline energy procurement within the UK, as we had many different energy suppliers and providers throughout all our sites. We had approximately 19 sites, out of which nine were quite large manufacturing sites, and it took a while to really understand where we were as a business. I started at a base level and worked through to get all the sites under one umbrella. Instead of having various

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How did you become interested in energy management? When I started in procurement, I noticed that individuals in most of the organisations that I worked for, be they private or corporate, were fearful or baffled by energy procurement and management. People didn’t understand it; energy was often approached as “we buy the energy and that’s it”.

CAREER & TRAINING

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contracts for one, three, five years or no contracts, I set about arranging a fixed contract for the first 12 months. This gave me time to look and assess our energy costs for the UK. Once I had achieved this, I set up an energy strategy that would support our UK sites and enable them to act decisively on market fluctuations as well as share best practices across all sites. From this I was able to see exactly where we could make large reductions in our CO2 emissions as well as our costs. I started making small changes, ensuring we had full transparency with all major sites having an energy portal at their fingertips. This helped with savings and really got people noticing the work and the whole change in energy strategy and management I had been driving. This allowed me to start talking to sites and introducing more cost saving initiatives but also carbon reductions.

Since 2018, I have been deeply involved in the company’s energy efficiency and carbon reduction activities. My role has a global perspective and I support all our sites in the UK on best practice in the fields of sustainability, energy and carbon saving techniques and government legislation. Trelleborg operates in many different market sectors, and I support all of them in the UK which is quite unusual. I am part of a global team of four but I have started to work with recently established energy champions at each of our sites in the UK to further our commitment to reducing

our CO2 emissions. What is the most exciting part of your job? Seeing the energy initiatives that were supported, fulfilled and achieved reduction in the emissions or consumption is probably the most exciting part of my job. I drive, I push, I plant that little seed to say: “this is

what you should be looking at”, and I advise and offer support, but each site is self-sufficient and self-governing, so I really have to sell the proposal and the strategy to them. My aim is to create a lasting cultural change with high stakeholder engagement at each level and whilst it’s a work in progress, I am happy with the engagement so far from all our Trelleborg sites. What is the most frustrating part of your job? It is harder than I expected to think of

something that frustrates me because truly, there isn’t much. I view problems and issues as opportunities to find solutions and learn. I like to support and advise people on the importance of understanding energy and the ways to reduce usage and save on costs. Understandably, if a site I work with decides not to go with the proposed initiatives that could be hard because I may have spent a lot of time reviewing its practices, but generally they see the benefits. It’s like with my hobby of astrophotography which I started a couple of years ago. I wanted to take a picture of something that was 5,200 light years away (1 light year equals 5.8 trillion miles). I didn’t know how to do it, but I taught myself. Some people might see it as a frustration, but I see it as an opportunity for me to learn and to understand. I do the same in my work environment. If I see something which can be improved or people have an issue, I don’t necessarily always know what it is. I have a knack for finding the best way or the best solution to get around it - the simplest way is normally the best way. However, if I absolutely had to find something frustrating about my job, it would probably be driving to work on the M5 and being stuck in traffic for an hour. What drives you? I really love my job and I have a lot of passion which probably comes across

What qualities are key for your role? I think you have to be open minded. You have to be a good listener, be supportive and encourage people. If someone comes up with an idea, even though you think it’s probably not the best idea, it helps to encourage them and support them to develop it into

something that is right for the business. People love that, they take that on board and it encourages them to look even further for other things as well. What advice would you give to those new to the industry? What I would say is probably to listen to energy experts, to join webinars, workshops, courses and learn. There are lots of available resources out there, and I encourage everyone to take advantage of them. What is the greatest contribution you achieved in your current role? Having all the sites in the UK follow my drive and my ambition is what I am most proud of. Also, the fact that all our UK sites are supplied by 100% renewable electricity is a big achievement considering where we first started. In 2022, you won the Utilities Manager of the Year in the Energy Management Awards, what did it mean for you and how was it received

internally? To be honest, I don’t really promote myself, I tend to just get on and do the work. It was really rewarding to receive the award last year, it was noticed by colleagues I worked with externally and I even received a call from our CEO. And when a CEO of a multi-billionpound organisation calls you to say “Congratulations, you have done a great job”, it means a lot! Winning the award from energy experts highlighted the work that I’d done and it gave me a really positive feeling and reassurance that I’m going in the right direction and that meant a lot to me. What is in the pipeline next for you? I will continue to work and break boundaries within Trelleborg in the foreseeable future. There are many opportunities, initiatives, processes, and strategies to implement still. I will always think outside the box to try and look at changes that may be beneficial for our business from an energy and procurement perspective.

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when I go to the sites. When I first looked at energy for Trelleborg sites in the UK, it was daunting. There were so many different contracts, so many things that could be improved. But I did it in stages, I broke it down and made sure that they were all under one umbrella, then we pushed for renewable energy. Today, all our sites in the UK purchase renewable electricity. Sometimes the best approach is to take a big problem, break it down into manageable chunks and tackle them separately. Of course, I have moments when I think to myself “why did I take this on?”. But in the long run, I believe in the benefits for our sites and our company and that is the biggest driver.

INDUSTRY FOCUS

YOUR VIEWS: Delay to Net Zero Pledges Over the past few years, as the impacts of climate change have become more evident and alarming, the race to achieve net zero emissions gained significant momentum on a national and global scale. However, despite the growing recognition of the urgency, in September this year, the UK Government announced new, weakened approach to the implementation of some of the net zero policies. We have reached out to two energy management professionals to gather their perspectives on the announcement . Astley Fenwick Electrical and Energy Consultant Astley Fenwick Consultancy I think that a lot has recently been said regarding Net Zero targets and delays announced by the government. As an energy management consultant, I am passionate about reducing our nation’s energy consumption and our reliance on fossil fuels for heating, power and transportation. So, it may come as a shock to some people that I actually agree with this decision to delay the programme since it is my belief that this will place unnecessary burden on our industry and commerce. My reasons for this response are outlined below.

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I recently read an article1 in a weekend paper which defended the Prime Minister’s decision to delay the UK’s programme on our journey to net zero, and it was the comparison of the UK’s greenhouse emissions compared to the rest of the world that got my interest. The article said that the UK is responsible for only 1% of the global emission of damaging greenhouse gases. Unfortunately when you look at the rest of the world it is, not surprisingly, that China produces the largest amount at 30%, followed by India in 2nd and the USA in 3rd. The article further stated that the main reason for this situation is the use of coal for the production of electricity. China has said that their greenhouse gas emissions will peak in 2030 and that they will achieve net zero by 2060. This means that their emissions are still increasing and not reducing as the Western world is hoping to achieve. China is so heavily reliant upon coal that planning permission is being given for the building of 2 new coal fired power stations per week – yes every WEEK. India, the second largest polluter are building more coal fired power stations along with Bangladesh, Cambodia, Indonesia, Japan, Pakistan, the Philippines, South Korea and Vietnam. The Asia-South Pacific now accounts for 80% of global coal demand and the associated greenhouse gas emissions. The grim truth is that China and other parts of Asia are now building so many new coal fired power stations Neil A.,2023, Everywhere, there's a growing public revolt against net zero, forcing politicians across Europe to renege on green virtue signalling, Daily Mail, 6 October 1

Christine Colquhoun Energy and Sustainability Manager Glasgow School of Art “Politicians in governments of all stripes have not been honest about costs and trade-offs” these were the words of Rishi Sunak in September, and he’s right, not about the cost of Net Zero, but the cost of living in our future. It is common knowledge that the fossil fuels that we have built our prosperity on are going to come at a cost to us in the future, the can has been kicked and kicked again down the road. The subsidies the fossil fuel industries receive are 20bn1 more than renewables, if that doesn’t state who’s wagging the dog, I don’t know what does. The justification for delaying Net Zero is not going to help the cost of energy one iota. The government ignored the opportunity to shield us from these spiralling energy bills through their lack of long-term thinking. For years, they subsidised the fossil fuel industry, rather than actually improving our energy security by investing properly in renewables. What is the real threat? The latest assessment report from the Intergovernmental Panel on Climate Change (IPCC) estimated that only 500bn tonnes of carbon could be released from 2020 to give the planet a 50% chance of staying below 1.5C. We have access to more than 3 trillion tonnes2 of fossil fuels in known reserves, the maths is quite simple, we cannot explore more, we already have access to too much fossil fuel power. The estimates are that if this were used, we would be looking at 3-4C, in this scenario all coral reef is lost, putting the 3 billion people who rely on fish at risk. The already drought affected areas of the middle east and eastern Africa would see them uninhabitable, and the high-tide line could encroach above land where more than 800 million people live currently3. These are just some of the headlines, they are not the full picture, but global instability is the key here. We have seen in the UK what a European war has done to fuel prices, if we are still as reliant on them in the future, we have even less time to plan away from fossil fuel. There is no more going back to normal, the trajectory is going to be challenging, dynamic and expensive. https://www.theguardian.com https://carbonliteracy.com/

2&3

Added to the emissions due to China’s production methods, we must also consider the transport that is used with oil fired cargo ships and lorries. This doesn’t mean that the UK should do nothing to reduce our emissions but I think we should make a review of what Net Zero is doing to the UK’s economy, similar to what the Prime Minister has done. Instead of chasing targets that may be un-reachable and un-achievable with respect to the financial strain that clearly exists on our country at this point in time. Like my old apprentice master used to do when faced with a problem, he would fill his pipe and smoke it whilst pondering over the situation before taking action. Otherwise, he would say “Too late, fetch the brush.” Author’s profile: B.Sc. C.Eng. M.C.I.B.S.E. Member EMA, ESOS Lead Assessor. Astley is a professional electrical engineer and has almost 48 years’ experience within the building services sector and 35 years’ experience with industrial power and process control systems. His specialities include power distribution, lighting, motor drives, HVAC controls, compressed air systems, building services design and maintenance as well as running stakeholders’ engagement campaigns in his previous role as energy manager at GSK.

The cost of renewables is plummeting. So why is energy getting more expensive? Under the ‘marginal cost pricing system’, the wholesale price of electricity is set by the most expensive method needed to meet demand (usually burning gas). Our energy could be cheaper – by 40-60%4 if benchmarked against renewables. What better way to help those in fuel poverty than to provide them with low carbon, low-cost homegrown energy that is not at the mercy of the global energy markets. Gas is not homegrown, it cannot be siphoned off to fuel poor households, it is subject to the global price. Rishi is right, governments are not being honest. The King’s speech saw Rishi Sunak to unveil North Sea annual oil and gas licensing bill. This will do nothing to help British people and to claim it will, is an outright farce. We need a reality check here, we pull our socks up and get cracking, with large government led change not seen since post war Britain. It was done then; it can be done again. And the argument that our global footprint is so insignificant that even if we went as far as we could it would not hit the global carbon balance sheet with as much as a flutter. Whilst a fair assessment of the size of the challenge, climate leadership is just that, we cannot be hypocrites and tell developing economies to clean up if we cannot. Our historic emissions which made us the wealthy country we are require recompense. Government backed, not private sector only, investments need to be the exemplars. Even in the private sector, there is outrage and shock that the government has delayed the diesel and petrol ban to 2035. One of the biggest polluters, chair of Ford UK, Lisa Brankin said: “Our business needs three things from the UK government: ambition, commitment and consistency. A relaxation of 2030 would undermine all three.” Yes, Net Zero is difficult. Yes, heat pumps are tricky to always get right and not suitable for many hard to heat domestic properties. But where is the government legislation for all new housing developments to have district heating networks? Where is the long-term thinking, where is the investment of tidal and wave? If nuclear is going to support the baseload, then projects have to be built now, not in 10 years. The gas has to go and has to go quickly. We have 6 years to make meaningful change, rip the plaster off, and show the leadership and innovation that we have in us and should be proud to demonstrate them, rather than this embarrassment of our Net Zero climb down. Author’s profile: With over 12 years in sustainability, Christine’s background ranges from energy assessment and efficiency, waste management, facilities management, renewable energy systems, carbon management and footprinting and installing circular economy practices into business. She is currently an Energy and Sustainability Manager for an estate covering 14 buildings in Glasgow and the highlands. She leads and drives the planning for Net Zero, capital investments to drive fuels to renewable heating and electricity generation.

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that the ‘energy transition to net zero’ which the UK and western politicians are so keen to achieve appears to pale into insignificance. And it is no wonder that China is top of the table, have you tried to buy any consumer goods that aren’t made in China or from Asia in general? The western world appears to be too heavily reliant upon consumer goods that cost as least as possible, and it appears that they are not prepared to pay the extra cost for them to be made in their own country.

https://commonslibrary.parliament.uk/why-is-cheap-renewable-electricity-so-expensive/

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ADVERTORIAL

Collaboration is the Key to Accelerating the Energy Transition

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As the United Kingdom transitions to a sustainable future, businesses are facing increasing pressure to reduce their carbon footprint. Industrial companies significantly contribute to greenhouse gas emissions, and the decarbonisation of these businesses is crucial for achieving the United Kingdom’s goal of reaching net-zero carbon consumption by 2050.

Uniper is playing a significant role thanks to its extensive experience in the energy sector and its ambitious goal to make its own energy generation in Europe climateneutral by 2035. This is being achieved through partnerships with other energy-intensive industries that are also on the path towards achieving their net-zero emissions targets. The future use of lowcarbon fuels such as hydrogen is one of the ways Uniper can support industrial decarbonisation in the United Kingdom. One example is the Humber H2ub project being developed at Uniper’s Killingholme power station. Killingholme Energy Conversion Center Uniper’s Killingholme power station, located in the heart of the

Humber industrial area, is playing an important role in decarbonisation and economic growth in the region. It is helping customers in this industry cluster transition to a carbon-free future. Uniper is collaborating with Shell on the Humber H2ub® project, a 720-MW facility for low-carbon hydrogen production. It will utilise gas reforming technology to produce low-carbon hydrogen and capture and store the resulting carbon dioxide emissions. According to Uniper’s plans, the Killingholme site could produce low-carbon hydrogen by the end of the 2020s, which could then be used for the decarbonisation of heavy industry, transport, heating, and power generation in the Humber region. The planned production of blue hydrogen at Killingholme could sequester approximately 1.6 million tons of carbon per year. This is therefore a crucial pillar in the British government’s goal to sequester 10 million tons of carbon annually by 2030. Low-CO2 hydrogen could thus be produced at the Killingholme site before the end of this decade. This would further contribute to making the Humber a leading hub for clean energy generation. The associated positive side effects include securing the future of the local industry and

creating skilled job opportunities in the region. How can the energy transition to carbon neutrality be achieved? Low-carbon hydrogen and its derivatives are just one of the possible options for decarbonisation. Uniper also offers the following technologies and fuels, or a combination thereof, to achieve net zero. Uniper is transforming its own power plants and facilities and investing in flexible and secure power generation facilities for this purpose. This includes investments in solar and wind power plants, with the goal of using more than 80 percent of installed power capacity for CO2-free electricity production by 2030. In addition to wind turbines and solar panels, highefficiency gas-fired cogeneration plants – which simultaneously generate heat and electricity and achieve efficiencies of up to 90 percent – may be an option. These plants are particularly well-suited for supplementing their own energy supply and significantly reducing CO2 emissions. Especially in recent months, the topic of electrification has come into focus again. Electrification provides an opportunity to reduce costs and emissions in various industrial sectors. However, to harness these new forms

With a net-zero strategy developed by Uniper, change begins right in the development process. First, the company records the situation of the industrial companies and then, together with key stakeholders, formulates the transformation process. Throughout the process, Uniper combines its extensive technical expertise with market intelligence and political know-how.

it becomes clear once again that CO2 neutrality and energy procurement are very complex and at the same time extremely existential issues.

partnership that works transparently and on an equal footing. Therefore, all parties involved as project partners should establish a common working structure within which decision requirements, schedules, costs, as well as risks can be discussed openly and with short escalation pathways. Once the goal is the same for everyone and therefore clearly defined, it’s time to set sail. We know from experience that a collaborative approach increases the chances of success.

Decarbonisation is a team effort To successfully chart a course towards carbon neutrality, it makes sense to tap into the expertise of energy providers like Uniper. Uniper understands that every company has its unique needs and offers tailormade solutions to assist various industries in reducing their carbon emissions. Crucial here is to ensure their profitability and energy supply security simultaneously.

The key here is to establish a

About Uniper Düsseldorf-based Uniper is an international energy company with activities in more than 40 countries.

With around 7,000 employees, it makes an important contribution to security of supply in Europe. Uniper’s core businesses are power generation in Europe, global energy trading, and a broad gas portfolio. Uniper procures gas – including liquefied natural gas (LNG) – and other energy sources on global markets. The company owns and operates gas storage facilities with a capacity of more than 7 billion cubic meters. Uniper plans for its 22.5 GW of installed power-generating capacity in Europe to be carbon-neutral

by 2035. The company already ranks among Europe’s largest operators of hydroelectric plants and intends to further expand solar and wind energy, which are essential for a more sustainable and autonomous future. Uniper is a reliable partner for communities, municipal utilities, and industrial enterprises for planning and implementing innovative, lower-carbon solutions on their decarbonisation journey. Uniper is a hydrogen pioneer, is active worldwide along the entire hydrogen value chain, and is conducting projects to make hydrogen a mainstay of the energy supply. For more information about uniper, please visit our website HERE.

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of energy, storage capacity must also be made available – either on the electrical side or on the steam side of the process. These technologies cannot be adopted by every industrial company. For example, if applications are required that cannot be provided through electrification, such as hightemperature heat, companies must then resort to alternative sources of energy. Given the large number of company-specific requirements and the numerous technological options,

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